Welcome to Manager Tools. Today's topic? The first question. Today we talk about how to start every one-on-ones quite a bit in being the most important as you

reminded me once a manager tool that we have in our arsenal.

There's some micro things happening, right,

during the one-on-ones that one learns over time.

But, you know, it's kind of that constancy,

do you think that's, that plays a role? Yeah, it's funny because I think

it is it's continuity or constancy over instances you know over the idea of any single one even though we talk about we want each single one

one-on-one to happen it is not the individual instance that makes a difference it's like

you know the way I think

about a little bit is like the fax machine right adding one fax machine to the network

doesn't seem like very much but it is ultimately the network the power of the network that makes a difference.

I want to say it's Metcalf's law, but I could be wrong about that.

And adding one doesn't seem like that big deal.

And yet if you don't add one, if you don't keep adding one, it doesn't, the network doesn't have value.

Right, so little things done consistently over long periods of time have tremendous value and rewards.

Yeah, same thing with feedback, right?

I mean, we talk about, you most managers hold their breath when it comes to feedback.

We wait until the end of the year, or we wait until a quarter, you know, three months have gone by and then we

have a sit-down talk with somebody about something we've noticed they've been doing wrong and

then they're aghast and that's part of the reason why people are afraid of feedback when we first give it to them because so often we've

waited so long the only instances are ones that are big enough that have repeated

often enough that's a big problem whereas our feedback model says you, address things when they're small, and if you're

...